Abstract

This article analyzes the business model innovation of Mainz Biomed Germany GmbH. The combination of the Business Model Canvas (BMC) and the Blue Ocean Strategy (BOS) enables companies to systematically develop competitive advantages in dynamic markets.

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Quote

“Business model innovation is becoming a decisive competitive factor in dynamic markets. The combination of the Business Model Canvas (BMC) and the Blue Ocean Strategy (BOS) offers a structured approach to analyzing existing business models, avoiding competition, and creating new market opportunities.” — Alexander Raab

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Important Facts

• Methodology: Integration of the Business Model Canvas (status quo analysis) and the Blue Ocean Strategy (innovation).
• Core Tool: The Four Actions Framework (Eliminate, Reduce, Raise, Create).
• Case Study: Strategic transformation of Mainz Biomed Germany GmbH.
• Scientific Framework: Grounded Theory according to Glaser & Strauss (1967).
• Strategic Goal: Opening new market spaces through simultaneous cost and value optimization.

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Why Business Model Innovation is Crucial Today

Innovation today takes place primarily at the level of value creation logic. Classic models often reach their limits due to cutthroat competition and price pressure. According to Alexander Raab, strategic change requires structured tools.

The Business Model Canvas (BMC): Creating Transparency

The BMC visualizes the nine central building blocks of a business model:

• Customer Segments and Value Propositions.
• Channels and Customer Relationships.
• Revenue Streams and Cost Structure.
• Key Resources, Key Activities, and Key Partners.

The Blue Ocean Strategy: Avoiding Competition

Instead of competing in the “Red Ocean,” companies should generate new demand and challenge existing rules. The central instrument is the Four Actions Framework:

• Eliminating and reducing factors that are taken for granted in the industry.
• Raising and creating new value components for the customer.

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Synergy: Structure Meets Creativity (BMC + BOS)

1. Analysis: Visualization of the current state in the BMC.
2. Questioning: Challenging existing logics through the Four Actions Framework.
3. Innovation: Development of new value propositions.
4. Validation: Changes become visible and assessable in the target canvas.

Practical Example: Mainz Biomed

Alexander Raab applied this model to Mainz Biomed Germany GmbH. The process involved management interviews and the derivation of strategic recommendations using Grounded Theory.

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Conclusion: Business Models as a Strategic Lever

In digital markets with platform economies and AI integration, business model innovation is a core competence. The combination of BMC and Blue Ocean Strategy provides the foundation for sustainable success.

Author’s Note:
This article is based on the presentation “Rethinking Business Models – Strategic Change with Business Model Canvas and Blue Ocean Strategy” by Alexander Raab, supervised by Prof. Dr. Richard C. Geibel, in the module Innovation in the Digital Environment.